ABSTRACT
This chapter presents an analysis of the psychodynamics prevalent during the post-merger period of TT Ltd's history. It considers these from the perspectives of: systems psychodynamics of the enterprise, consultant as container, and dynamics of emotional connectedness and disconnectedness. In reality, annihilation did occur when TT Ltd removed the name of the North American associates from the corporate logo two years after this drawing was made. For some employees, the culture was depersonalizing, evident in the working conditions for consultants and in how they depicted their experiences in drawings. Only a few staff had a permanent workspace: the support staff and the upper echelons of management, the vice-presidents, directors, and some senior managers. Additionally, the merger forced A-NZ to relocate offices in all capital cities so as to physically disconnect themselves from their previous owner's facilities. Client-consultant relationships are filled with fantasies and projections of unwanted feelings or desires.
